My hr strategy

HR

HR Strategy Implementation
&
Quality Improvement Plan: 2012-2015

September 2012

Introduction
This Action Plan is a combination of the HR Strategy Implementation Plan and the Quality Improvement Plan. Both the HR Strategy and the HR Quality
Review was done in parallel in September 2012. There is a close correlation between the implementation plan for the HR Strategy and the Quality
Improvement Plan. The relevant HR Quality Review Report recommendations have been mapped to the appropriate strategic actions that have emerged
from the HR Strategy. Certain recommendations from the Quality Review report will not fit into the Action plan and will be dealt with separately. These
recommendations are outlined at the end of this action plan. i

It should be noted that the HR Strategy compliments this Action Plan and both documents are best read in conjunction with one another. The HR Strategy
provides context around this Action Plan and further detail around each of the objectives. The HR Strategy will be published shortly following final
consultation with the Chair person.

In terms of structure, this Action Plan is divided into 5 broad strategic objectives as reflected in the HR Strategic Plan. These are:
1. Helping the Management Team Identify Staff Priorities and Shape the HR agenda;
2. Supporting Change;
3. Managing for Success and Performance, Benefits and Recognition;
4. Continuous Service Delivery Improvement;
5. HR Team Culture and Development.

Each of the objectives is supported by a number of actions and these actions have been categorised broadly under three headings:
a. In progress already;
b. Starting within 6 months;
c. Planned for beyond 6 months.

At the end of the Action Plan, a number of emerging projects are also captured that will require immediate significant resources from HR. This list of
projects is likely to grow and as a result, further prioritization / re-prioritisation of projects listed in this document will need to take place. This plan will be
reviewed at regular intervals throughout its duration. HR Strategy Implementation Plan and Quality Improvement Plan

Summary of Actions

1. Helping the Management Team Identify Staff Priorities and Shape the HR agenda
Strategic Action Key Measures of success Timeline and Responsibility Relevant Quality Review Response to Quality
Recommendations Review

Clarify and define  Facilitate the MT  HR Strategy under  Overall this  MT articulating  The first step will
Management Team priority to clarify purpose, role discussion with MT objective is already in their priorities. be to engage with the
actions/projects for next and objectives relating along with individual progress.  HR to prioritise MT both individually and
12-18 months and in this to people issues. policy changes on an on-  Strategy to be initiatives. collectively regarding
context approve the HR  Monitor the going basis.` discussed and approved  Completion of the the HR strategy. This
Strategy implementation of the  Extent of visible within next 2-3 months. HR strategy. process is already
HR strategy through the ownership by MT  Clarification of underway. Will be
measures. members over policy  HR Head MT’s people strategy completed by 2013.
 Use the priorities changes and and priorities.  Once the strategy
identified by the MT to developments.  Apparent is adopted, it will be
help shape the HR  Review of HR disconnect between HR published and
agenda. strategic objectives on and some senior disseminated widely.
 Develop staff an annual basis by the managers needs to be  Updates will then
engagement and then to MT. addressed urgently if be provided regularly to
identify and implement  Visible alignment HR really is to meet all relevant
tools to enhance of the HR strategy and their priorities. stakeholders.
engagement. overall MT staff  The absence of  Engagement with
priorities. any plans for staff MT around on-going
 Greater purpose attitude surveys and policy changes will be
and collective response client satisfaction established.
to HR challenges. surveys should be  Absence of a plan
 Clarity around addressed quickly. for staff attitude survey-
what staff engagement Issue to be discussed at
means. MT level – planned to
 bring this to MT in
second quarter of 2013.


Leadership Development &  Provide  Feedback re  Most of these  Review of Heads  A review of the
Succession Planning leadership programmes Leadership orientation. actions will be ongoing. of the Co. Induction. Heads of the Co.
for the Management  % uptake of  The main action Induction programme is
Team (MT) and coaching and feedback that has a timeframe underway.
leadership group re outcomes. beyond 6 months is  Coaching will be
including managing  Succession reviewing succession done and monitored on
change. planning process planning for Heads of an ongoing basis.
 Enhance MT and reviewed for Head of Dept.
Head of dept. Dept group.  The development
orientation programme  Assess tools of supports for staff
to ensure that needs are developed to support with management
met. staff with managerial responsibilities is linked
 Promote coaching responsibilities. to development of
interventions specifically  Review HR toolkits for managers.
to the leadership of the . strategic plan against  Head HR will be
 Succession objectives on an annual Strategy and
planning for Heads of basis Development along with
Dept. the MT / HoDs.
 Develop supports
for staff with
management
responsibilities.

2. Supporting Change

Developing Work Practices  Review existing  More flexible  In parallel with HR  No specific  Work will be
staff flexibility working arrangements implementation plan – recommendation in the ongoing.
arrangements/protocols and increases in Employee Relations and Quality Review Report
vis-à-vis the ongoing productivity. Diversity to be supported as of now. However, this
needs of the Co. by MT and HoDs. project would link to
recommendation
 An improvement
activity of the Co..

Change Management  Develop change  Change Toolkits  Development of  5.4.4 – Project  Change
management toolkits. will be designed, the toolkit is planned to close out processes and management workshop
 Monitor ongoing introduced and made take place beyond the post implementation be rolled out to Heads of
review of how policy operational within 18 next 6 months. reviews need to critically Dept in December 2013.
changes are months.  Strategy and assess the impact and  Change
implemented. Development along with efficiency gains management seminar
MT/HoDs.  6.24 – Need for will be developed and
training both HoDs and rolled out to Research
HR staff in influencing Managers in October
and consultancy skills 2013.
 HoDs and other
HR staff will be trained
in facilitation skills 2013-
14.

3. Managing for Success and Performance, Benefits and Recognition


Managing for Success and  Review all aspects  PMS will be  PMS Review– led  Documented  Review of PMS
Performance of the Performance reviewed and enhanced by MT/HoDs supported process for managers to underway since
Management and within 12 months. by Strategy and deal with poor September 2012.
System (PMS) and  Develop and Development and performance supported
introduce implement toolkit within Employee Relations. by Frequently Asked
improvements. 12 months.  Performance Questions (FAQs).
 Develop and Toolkit – cross dept  The Performance
implement a ‘Managing project between element of PMS should
for Success and Employee Relations (ER), be reviewed, and
Performance’ Toolkit. HoDs and Strategy and strengthened
Development. This appropriately for all
project will begin within users.
6 months.

Benefits Review  Package and  Review will be  This project is  No specific  Benefits review
promote all forms of done and feedback is scheduled to take place recommendation in the currently being looked at
benefits which the Co. useful in attracting and in 6 months plus. The Quality Review Report. in relation to specific
has at its disposal. Based retaining staff. priority item to be will However, this project policy issues e.g. “first
on that review, the  Benefits are more be the Training would link to point on the scale issue”.
consolidation of these fully understood by opportunities recommendation 7.10 –
measures into a strategy staff. an improvement activity
which seeks to gain the of the unit.
maximum leverage from
such interventions.
 Sabbaticals;
Leave; Training
opportunities;
Conference Allowances
etc.


Recognition  Develop staff  Review completed  Once staff  No specific  Will begin with
recognition strategy. and feedback reflects engagement is defined recommendation in the cross dept Head/s in 6
Linkage of recognition that it is useful in by MT under Strategic Quality Review Report. months plus.
schemes to Head of attracting and retaining Objective One, this However, this project
Dept Programme. staff. project can be would link to
considered in more recommendation.
detail. Cross dept
project that will begin in
6 months plus.

4. Continuous Service Delivery Improvement


Overall Service Delivery  Quality Review  Quality  QIP co-ordinated  Measuring and  Quality
Process – Produce and Improvement Plan (QIP) by HR and MT/HoDs reporting on the impact Improvement Plan will
implement a quality will be agreed and (ongoing). of continuous be developed. It will be
improvement plan. implemented.  Engagement improvement initiatives. integrated with the key
 Review different  Different regarding our services  Focus on HR strategic objectives.
forms of engagement engagement channels done on a cross-dept developing Service level  Engagement
HR has with key users of will be identified and basis (ongoing). agreements to clarify regarding our services
our services. action plan put in place.  Key SLAs will be in expectations and will be done on a cross-
 Appropriate SLAs  Appropriate SLAs place within 12-18 customer service dept basis (ongoing).
to be put in place for will be put in place. months (HR specific). standards.  Key SLAs will be in
most frequently used  Staff feedback re-  Customisation of  Developing HR place within 12-18
transactional services. customisation of Communications will be KPIs. months (dept specific).
 Customise communications on HR considered and  Ensure that HR  Customisation of
communications on HR issues established (12 month staff have a presence, Communications will be
issues that directly  Communications timeframe). This will be both formally and considered by a newly
affect staff. protocols wil be with the input from informally on the wider established
 Work with reviewed and put in cross dept. Co. model. Communications Project
Relations to put place for different  Communication  It would be useful (12 month timeframe).
communications management groups protocols to be in place to tailor  Comms protocols
protocols in place within 3-6 months. HRD communications for to be in place within 3-6
and HoDs specific audiences. months.
 Assessment of
communications
mechanisms/channels.
 Consider
effective, low cost way
to communicate HR
activities, roles and
people within HR.
 Protocols to
decided/agreed.


HR Services  Review and agree  Set Key  Review of HRIS  Issue of data  The main focus
standard contracts of Performance Indicators structures is underway. integrity needs to be for HR Services in 2012-
employment (KPIs) for each SLA and  Data cleansing more clearly understood 13 is data definition and
 Review processes, monitor until customer project will be taken up in order to find a solution data cleansing. This
structures satisfaction is agreed (HRIS, Compensation that ensures data project will address data
 and priorities and achieved. and Benefits, Pensions, quality /protection. integrity issues resulting
within HRIS  Documentation Recruitment and  Projects and in improved data
 Review and and agreement of HRIS Training). initiatives need to be quality. The outputs of
document core data processes, structures  Document prioritised so that HRIS this project will be a
fields and update and priorities management and the efforts can focus on the comprehensive data
reports  Core data implementation of most important, high dictionary and updated
 Roll out of key dictionary will be agreed recruitment/compensati value work reports. HRIS will work
technology and and rolled out on and benefits with the IT Services to
efficiency projects workflow under process. streamline reporting.
 Document (Doc Management  Review processes,
Management System – Manager, C&B Manager structures and priorities
implementation of and Recruitment is to ensure HRIS is
Recruitment/C&B Manager). current and emerging
workflow  On-line demands.
 Online Timesheet timesheets to be  Implementation
project – Phase 2. completed in the first roadmap with a detailed
quarter of 2013. communication plan will
be prepared and will be
considered by HR
management in early
January.


HR Relationship  Implement the HR  New assignments  Will begin in 2012  Ensure HR staff  New assignments
Partner re-assignment implemented for and formalized in 2013 presence on the wider will e given to HRs and
model. financial year 2013/14. viz feedback scope implemented.
 Re-affirm within  HR Partner role mechanisms which will  Portfolio of HRs to  Reaffirmation of
the function the roles of and its fit with other HR be led by the HR Head. be changed the role of the HR and
HR Partners and central roles fully clarified by  More clearly central specialists
specialists. the HoDs. defining the role of the ongoing.
 Programme of HR  Central staff
communication in HR to presence around the
ensure that all HR staff wider scope being
understand the HR role encouraged and
as now defined. developed.
 Programme of
communication to
stakeholders to explain
the role of HR in the
context of an integrated
HR service delivery
model.
 Formal
mechanisms re g
feedback will be put in
place at 6 and 12 month
intervals.

HR Strategy &  Explore more cost  Enhancement of  Cost effective  Provision of  Development
Development effective delivery of feedback mechanisms re delivery of training is evidence for the value of pathways for
training solutions by training delivery. ongoing. a planned induction and administrative staff
developing pathways to develop a framework for currently
enable more targeted
training;


Employee Relations,  Review service to  Review of ER  Review of  Clarification of ’s  Employee
Equality & Diversity ensure Employee service. Employee Relations philosophy and Relations Services review
Relations Services is fit  Feedback Service will begin within approach to managing due to begin in early
for purpose. mechanisms to be 6 months. All other ER issues 2013.
 Develop and established. actions will be  Clarification about  All other actions
introduce post activity  Early dispute considered as part of the supports available will be considered as
feedback resolution mechanisms this review. for managers to assist part of this review.
system/methodology. to be established.  (cross dept). them in ER issues  In terms of
 Develop process  Introduce e-  Clarifying the role equality - training,
for early ER advice and Diversity programme for of an agreed internal monitoring and e-
guidance all staff. procedure for reviewing diversity to be
 Broaden early disputes completed by June 2013
dispute resolution  The perceived with HR Audit
service / internal dispute role and alleged bias commencing
resolution mechanism towards the employee
 Seek specific MT of Employee Relations
approval for proposed should be examined
approaches to individual (also link to engagement
cases with high and managing for
precedent making success objectives).
significance
 Seminars/training
for HoDs regarding
dispute
resolution/conflict
management and other
related topics
 ‘Managing
Diversity’ training for
HoDs and those with
managerial
responsibilities.
 Develop a tailored
e-diversity programme

5. HR Team Culture & Development


Strategy, Mission, Vision  Communicate and  Shared  Cross dept  Development of  Values workshop
and Values workshop HR strategy, understanding of implementation co- the HR strategy under with staff will be planned
vision, mission and strategy. ordinated via Strategy process 2013.
values to all HR staff and and Development.
integrate into day to day (Ongoing)
projects and the PMS
process.

HR Development  To consolidate  Number of staff  Cross dept.  Development of  HR Mentoring
programme individual development being supported; implementation will be the HR strategy. scheme to be launched
initiatives into a HR  Number of staff co-ordinated via in October 2013-14.
Development involved in development Strategy and  HR strategy
Programme: HR initiatives. Development. (Ongoing) currently under process.
competencies, Training  Staff feedback
& Development,
Coaching, mentoring,
work-shadowing,
networking, cross dept
projects.

Group information sharing  Continue to  Feedback  Each dept  Range of HR  Findings from the
in HR improve (Ongoing) management meetings. Communications Survey
communications within will be prioritised and
and across depts (review responded to.
and assess effectiveness
within 12 months).
 Wide variety of
work - challenge in
covering it all off.

Develop staff bios to
assist in staff
development and help in
distribution of additional
work.

Team Culture  Enhancing  Feedback  Each dept.  On completion of  HR events such as
informal and formal (Ongoing) the HR strategy. Offsite, Quarterly
opportunities to foster meeting- ongoing.
team culture e.g. social
events, team events.

My hr strategy

Recommandé

Recommandé

Contenu connexe

Tendances

Tendances (20)

Similaire à My hr strategy

Similaire à My hr strategy (20)

Plus de hema_nt

Plus de hema_nt (7)

Dernier

Dernier (20)

My hr strategy